From left: Harris, Stallsmith, Curran, Dome (Photo by Ted Lacy)

When you combine Pekin duck, shark and Reddi Whip, not even Emeril could produce an edible recipe. But the three topics were a recipe for a highly informative and engaging discussion on branding at PCC’s final program for the 2002-2003 club year.

Tom Harris

Harris's opening comments suggested that the respect due public relations is being held back because public relations gets scant attention in most marketing textbooks. This helped prompt him to author "The Marketer's Guide to Public Relations." In it, he states that the key missing component in most marketing texts has been integrated marketing, including public relations into the mix. Citing PR Week, Harris said that only recently have 56 percent of marketing executives acknowledged integrated marketing communications as vitally important to their overall marketing activities.

Harris added that according to Northwestern University, integrated marketing communications is defined as "managing all sources of information regarding products and services and building loyalty." When all product messages are coordinated, they are more effective than independent messages. Harris agreed and noted that the right mix drives the campaign and leads the way.

Every situation has its own ground rules, said Harris, but many times one cannot be used without the others. PR's unique quality is its ability to make a commercial message more believable. However, Harris warned, "Never promise what you are not sure you can deliver!"

Meghan Curran

The Shedd’s Meghan Curran cited the Shedd Aqaurium's Wild Reef campaign, as an integrated marketing program that produced great results. In conjunction with the opening of a new wing containing sharks and other exotic sea creatures this past April, the project included IMC elements such as public relations, special events, radio and TV advertising, research, outdoor billboards, promotions, and direct marketing. The integrated approach helped exceed the goals set for the project, and made a big splash, spread in large part by word of mouth.

Among the challenges was focusing on the Philippine coral reef rather than this being just a shark exhibit. As part of the project's scope was research involving visitors, internal audiences, agencies and others. The launch team was departmental. First focusing on mothers between 25 and 54 years old with children as its key market, the goal expanded to the rest of the Chicago market, followed by tourist trade. Using segmented data, the Shedd created a three-phase approach, trying to increase and drive attendance with limited funds.

"PR drove the campaign early on," said Curran. This included an ad campaign and website running at launch time. Onsite, the Shedd promoted the program by displaying the image of the wild reef and shark on banners and hanging shark fins throughout the building. This kicked off the PR plan, generating interest and creating monthly stories. As those in the building bought into the program, more items got turned into stories. Some examples were highlights of shark training and information on sand from the Philippines, becoming features in local and national media outlets. These were supported by the website, as families and educators began to focus on the exhibit more than on the sharks.

At one point, the Aquarium was running 13 inaugural events at once, each targeted toward specific audiences and built largely by word of mouth. The announcement focus was "Sharks at the Shedd" for the first time. Six weeks into the exhibit, attendance was up by 15 percent over the prior year; 35 percent of those were tourists. The results showed that most residents realized it was open and knew it was available.

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Deanna Stallsmith

From predator to prey, Deanna Stallsmith had a different challenge - working with the Duckling Council as a representative of McCarroll, a health, fitness and food-related integrated marketing communications firm.

The Duckling Council identity is tied to the age of the ducks when they are "produced" (killed). This is just one of the issues faced by McCarroll when it began working with this group in 1995. The challenge was to spread the word that "duckling" is no longer the fatty, greasy product the public believed it to be.

Their primary audience was chefs from "white tablecloth restaurants," whom they contacted using the U. S. Department of Agriculture (USDA) database. Their first task was to provide updated nutritional information, employing the assistance of the registered dietitian on staff. Another goal was to brand and position the council as an information resource for them and to inspire these chefs to use duckling in their recipes.

Interviewing via phone and focus groups, they received a good feel about their strategy from more than 250 chefs and their restaurants. The primary reason for selecting this audience is that duckling is not widely available to consumers.

The Council used trade advertising in hospitality publications, as well as employing their website (which was changed quarterly), direct mail and testimonials. Their efforts paid off, increasing their growth by 13 percent, its greatest in a long time.

In year five, a shift to consumers was made as more resources became available. The Council website became PR Central and featured Rocco Dispirito from New York, a "rising star" chef. After some critical media training, he was booked on national magazine shows. One morning show appearance led to national broadcasts and educational outlets. Over seven years, using these tactics, the Duckling Council increased visibility more than 21percent.

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Doug Dome

"Taking PR services and making them part of a campaign is part of our survival," said Doug Dome, who has built alliances with promotional and advertising agencies. Each program he pursues is approached as an integrated marketing opportunity. "In my agency and practice I've gone to the mat to force integration with sales promotion and advertising agencies. It lets us sit at the table to force integration."

Dome feels that unless the value of marketing is recognized, one can never demonstrate the value of integrated marketing back to the client. "The time of stand alone programs are over," said Dome, who believes in action-based marketing. He feels that promotional public relations activities must be linked back to consumer transactional sales.

One of the Dome Communications programs was a three-month project for Reddi Whip. It focused on the spontaneous fun of using the product. That focus was translated into ads and in-store programs targeted to hit consumers.

Part of this became their "Real Moments Tour," a photo contest posted on the website, requesting clean, family photos incorporating Reddi Whip. Due to issues like choking and inappropriate inhalation, ice cream cones were chosen as the serving vehicle, and became the media hook on the local level, while the website was the outlet. Extensions, buttons, photo frames and coupons validated the connection of the brand and local media was leveraged off of this, creating a synergistic effect. Within two to three months, Dome had created 50 million impressions for Reddi Whip; 5000 were from the web. 870 contest entries were received. The campaign significantly impacted the bottom line, creating a 16 percent increase in sales.

"Integrated marketing communications is not a fad or an option," said Dome. "It is necessary in the PR industry if we are to survive and it continues to grow. It helps us justify what we do."

Dome added that clients want results rather than an activity report and a time sheet. Dome only does work on a project basis depending on his deliverables. The firm sets reasonable expectations he feels they can meet or exceed for an agreed upon amount. "We keep working until we meet our goal. It's about relationships. You cannot protect ideas, but need to establish trust and manage expectations. You cannot under-deliver results."

In a discussion that contrasted the approach of PR to advertising when it comes to integrated marketing, Harris contended that in his experience, ad agencies have a better handle on focusing programs, since the programs are funneled through the creative director. "PR people need to talk the language of marketers. They came into research late, however their work needs to be based on solid research. Look at each discipline and back it up with an advertising perspective. Do a competitive analysis to make a case."

Stallsmith insisted that PR agencies are doing a much better gaining a complete knowledge of the target audience, including their fears and perceptions. "Know where this audience is going to get their information, which is the key way to determining collateral sources," she added

"There is no model to apply to the percentage of each communications method," said Dome. "It has to start with knowledge of the brand and of the marketplace."

Harris summed up: "After hearing these three tales, it shows we don't need a new product to have a great campaign!"